CFLM 2

CHARACTER
FORMATION WITH
LEADERSHIP, DECISION
MAKING,
ADMINISTRATION, AND
MANAGEMENT

Summ ary Report

Prepared by: Ryan O. Torres

BSC – 4202
CFLM 2: CHARACTER FORMATION WITH LEADERSHIP, DECISION
MAKING, ADMINISTRATION, AND MANAGEMENT
Leadership is a method by which a person guides the behavior of others to achieve a goal. It is
an organization that improves coherence and cohesiveness. A leader is a person who persuades a
group of individuals to pursue a particular objective. There are 3 Ps in Leadership; person who
leads by example, purpose refer to the personal vision of a leader, and people that serve as the
followers of the leader.
The factor of leadership includes, leader who understands and listens, followers who have a good
understanding, and a communication that makes leadership possible.
Management is the practice of persuading others to perform actions voluntarily. Manager is the
one in charge of managing, inspiring, and guiding the development of a corporation.

Five Principle of Great Management

1. Function of Management that includes planning, organizing, leading, staffing, and
controlling. In planning a manager must choose appropriate goals and actions and what
strategies to use. Organizing by establishing worker relationships, leading that involves
vision, staffing that selects employees for positions, and controlling that evaluates
achieving goals, improving performance, and taking actions.
2. Types and Roles of Managers within the Organization Organizational Structure is
crucial to the success of the company, and every organization has a structure. There are
front-line, middle, and top managers in any organization, regardless of their title within
that organization. A CEO and a board of directors are tiers that are above the top
management group. Consider a pyramid model to further clarify its structure. There are
progressively fewer supervisors as you climb the pyramid. Each of these managerial
positions has particular responsibilities.
3. Effective Management of Organizational Resources that is considered as the essential
component of operationalizing the organization’s strategic plan.
4. Understanding and Applying the Four Dimensions of Emotional Intelligence (EQ)
in Maximizing Human Potential Effective which talks about the managers being aware
of the culture and setting in which they operate.
5. Know the Business that a manager is considered as a qualified manager that can manage
any business.

Personal Traits of a leader

In becoming a leader, he should have personal traits that will qualify him as a leader. These
include intelligence which possess higher intelligence, social maturity and breadth who has
broad interests and activities and shows self-assurance and self-respect, inner motivation and
achievement drives that has the attitude of accomplishing things, and human relations attitude
that respects people.

Leadership As Role Behavior

These includes technical that leader knows how to deal with things, human that a leader shows
their concern to other people, and conceptual that a leader has the ability to dead with ideas.

Leadership Functions
Include arbitrating, suggesting, supplying objectives, catalyzing, representing, inspiring, and
praising. These functions contribute to the development of a successful and effective workplace.
Leadership Styles
A leader's distinctive characteristics when directing, inspiring, directing, and managing groups of
people are referred to as their leadership style. Outstanding leaders may stoke social and political
movements. They can also inspire others to work hard, be inventive, and produce.

Lewin’s Leadership Styles

Kurt Lewin, the father of modern social psychology, set out to categorize various styles of
executive. Although more study has uncovered other, unique forms of leadership, this
preliminary
A highly influential study that identified three key leadership philosophies has produced a
jumping-off point for more specific leadership philosophies.

Different Leadership Styles

Different leadership styles include authoritarian leadership, participative leadership, laissez-faire
leadership, transformational leadership, transactional leadership, bureaucratic leadership, and
charismatic leadership. Each styles present its own function and effectivity as a leader.

Attributes Of Leadership
The respected leaders concentrated on “Be, Know, and Do”. Attributes of leadership includes
“Be” beliefs and characters, “Know” job tasks and human nature, and “Do” implementing,
motivating, and providing direction.

The Process of Great Leadership

The steps effective leaders take on the way to exemplary leadership include challenge the
process, inspire a shared vision, enable others to act, model the way, and encourage the heart.
THEORIES OF LEADERSHIP
Great Man Theory
- considers that exceptional leaders
have natural leadership skills, and
born, not created.
Trait Theory
- this assumes that people inherit
certain qualities and traits that
make them better suited to
leadership.
Situational Theory
- proposes that leaders choose the
best course of action based upon
situational variables.
Blake And Mouton Managerial Grid
Theory
- Building on the work of the
researchers at these Universities,
Robert Blake and Jane Mouton
(1960s) proposed a graphic
portrayal of leadership styles
through a managerial grid
(sometimes called leadership grid).
POLICE LEADERSHIP STYLES
Situational Police Leadership
- requires leaders to quickly assess a
situation and recognize the appropriate
personnel and resources needed for a
specific mission.
Transformational Police Leadership
- transformation leaders create valuable
and positive change in their followers
with the end goal of teaching them to
become leaders.
Authoritative Police Leadership
- strict rules-based with a preference
for order and a sometimes military-
like approach.
Transactional Police Leadership
- much like authoritative leadership
except that it relies on a rewards-based
system to motivate subordinates.
Behavioral Theory Transformational Police Leadership
- based upon the belief that great - focuses on a “people-centered
leaders are made, not born. approach” that aims to inspire,
empower and motivate one’s team
Participative Theory
- suggests that the ideal leadership
style is one that takes the input of
others into account. These leaders
encourage participation and
contributions from group members
and help group members feel more
relevant and committed to the
decision-making process.
Management Theories
- focus on the role of supervision,
organization, and group
performance. These theories base
leadership on a system of rewards
and punishments.
Relationship Theory
- known as transformational theories,
focuses upon the connections
formed between leaders and
followers.
House’s Path Goal Theory
- The theory is based on the premise
that an employee’s perception of
expectancies between his effort and
performance is greatly affected by a
leader’s behavior.

Organization Management Need For Organization Management

refers to the art of getting people
together on a common platform to make
them work towards a common
predefined goal.
An effective management ensures
profitability for the organization. In a
layman’s language organization
management refers to efficient handling
of the organization as well as its
employees.
Organization management gives a sense
of security and oneness to the
employees.
An effective management is required for
better coordination among various
departments.
Employees accomplish tasks within the
stipulated time frame as a result of
effective organization management.
Employees stay loyal towards their job
and do not treat work as a burden.
Effective organization management
leads to a peaceful and positive
ambience at the workplace.
 Essential Features of Organization Management
Planning - Prepare an effective plan. It is essential to decide on the future course of action to
avoid confusion later on.

Organizing - refers to the judicious use of resources to achieve the best out of the employees.

Staffing - Poor organization management leads to unhappy employees who eventually create
problems for themselves as well as the organization.

Leading - A leader must make sure his team members work in unison towards a common
objective. He is the one who decides what would be right in a particular situation.

Control -The superiors must be aware of what is happening around them.

Time Management - An effective time management helps the employees to do the right thing
at the right time.

Motivation - goes a long way in binding the employees together.

Management Styles
- Every leader has a unique style of handling the employees (Juniors/Team). The nature of
employees and their mindsets also affect the management style of working.

DIFFERENT MANAGEMENT STYLES

1. Autocratic Style of Working
2. Paternalistic Style of Working
3. Democratic Style of Working
4. Laissez-Faire Style of Working
5. Management by Walking Around Style of Working

Management Skills
o The success and failure of an organization is directly proportional to the
effectiveness of the management. The superiors must share a healthy relationship
with the employees for them to deliver their level best.

Leaders need to acquire certain skill sets for an

efficient functioning:
 1. Management needs to be impartial towards its employees.
Rules and policies should be the same for everyone. Favoritism is a strict no-no at
the workplace.
2. The leaders must promote healthy discussions at the workplace.
Make the employees work in teams for them to get to know each other well.
Encourage morning meetings or weekly meetings for the employees to come up
with their problems. Issues should not be left unattended.
3. The superiors must ensure that employees do not fight amongst themselves.
Conflicts must be avoided in the workplace as nothing productive can be gained
out of it.
4. Make sure employees adhere to the rules and regulations of the organization.
Set clear objectives for the employees.
5. Be a good listener.
The management must interact with the employees more often. Such initiatives go
a long way in motivating the employees and make them stick to the organization
for a longer span of time.
6. Be a mentor to your employees rather than being a strict boss.
Guide them in their work. Try to help them with their assignments. Help them
come out with innovative solutions
7. Motivate the employees from time to time.
Design lucrative incentive plans and schemes to bring out the best in them.
Appreciate each time they do good work.
8. Encourage subordinates to celebrate birthday parties and important festivals at the
workplace.
Let the employees enjoy themselves together. The seniors must also participate in
such activities.
9. Review the performance of the employees on a regular basis.
Make sure employees are satisfied with their job responsibilities.
10. The leaders must promote necessary training programs to upgrade the skills of the
existing employees.
Team building activities also strengthen the bond amongst the employees.
11. Make sure employees achieve their targets and organizations earn their profits.
Salaries must be distributed on time. The employees must be happy with their job.
12. Encourage effective communication at the workplace.
Communicate more through emails

POLICE MANAGEMENT
- defined as police organizational practice, including individual, group, organizational and
environmental processes undertaken for the purpose of producing knowledge of that.

PRINCIPLES OF POLICE ORGANIZATION AND

MANAGEMENT

1. Principle of Command Responsibility

2. Principle of Chain of Command
3. Principle of Specialization
4. Principle of Scalar Chain
5. Unity of Command
 6. Span of Control
7. Delegation of Authority
8. Principle of Unity of Objectives Organizational goals,
departmental goals, and individual goals must be clearly defined.
9. Line and Staff Principle
10. Principle of Authority

11. Principle of Responsibility

12. Functional Principle (Division of Labor/Homogeneous
Assignment)
13. Principle of Efficiency
14. Principle of Flexibility
15. Principle of Balance

THEORIES OF MANAGEMENT
1. Scientific Management
o This espouses careful specification and measurement of all organizational tasks. Tasks
were standardized as much as possible. Workers were rewarded and punished. This approach
appeared to work well for organizations with assembly lines and other mechanistic, routinized
activities. - Frederick Taylor.

2. Bureaucratic Management Theory (1930-1950)

o Max Weber embellished the scientific management theory with his bureaucratic theory.
Weber focused on dividing organizations into hierarchies, establishing strong lines of
authority and control. He suggested organizations develop comprehensive and detailed
standard operating procedures for all routinized tasks.

PRINCIPLES OF MANAGEMENT
a. Division of labor
b. Authority • Discipline
c. Unity of command
d. Unity of direction
e. Subordination of the personal interest to the general interest
f. Centralization- is the process by which the activities of an organization, particularly those
regarding planning and decision-making, become concentrated within a particular location or
group, keeping all of the important decision-making powers within the head office or the center
of the organization.

3. Decentralization
- is the process of distributing or dispersing functions, powers, people or things away from a
central location or authority. • Scalar chain • Order • Equity • Stability • Initiative • Stability of
tenure personnel • Esprit de corps

4. Human Relations Movement

- This includes theory x, theory y, and theory z of Ouchi.

LEVELS OF MANAGEMENT
1. Senior Management - the highest level of an organization. Important functions
include: establishes goals, or objectives of the organization; decides which actions are necessary
to meet those goals; decides how to use the organization’s resources.

2. Middle Management - responsible for meeting the goals that senior management
sets. This level of management sets goals for specific areas of the organization and decides what
employees in each area must do to meet those goals

3. Supervisory Management - the front-line level of the organization. In charge of the

people who physically produce the organization’s goods or provide its services.

CONCEPTS OF MANAGEMENT ROLE OF

MANAGERS WITHIN THE ORGANIZATION
MANAGEMENT
A set of principles relating to the roles of planning, coordinating, directing, regulating and the
implementation of those principles in the efficient and effective use of physical, financial, human
and information capital to achieve organizational objectives. (Caballero, 2020).

1. Management as a Discipline
2. Management as an Art
3. Management as a Science
4. Management as a Profession

Manager
• person in the organization who directs the activities of others.
• The managers perform their work at different levels, and they are called by different names.
• The first line managers are usually called supervisors or in a manufacturing they may be called
foremen.
• Middle level managers include all levels of management between the supervisory level and the
top level of the organization.

Managerial Skills
• A manager has to perform a number of jobs. It necessitates that a manager should have proper
skills to perform different jobs.
 COMPETENCIES OF A MANAGER
1. Technical Skills - must have the necessary technical skills or the ability to work with
the resources, tools, techniques, procedures etc. First line managers, as well as many middle
managers have been involved in technical aspects of the organization’s operations.

2. Human Skills - ability to work well with other people both individually and in a group.
3. Conceptual Skills - the ability to integrate and coordinate various activities. Managers
must have the ability to think and to conceptualize about abstract solutions.

QUALITIES OF A MANAGER
A manager has to undertake a number of functions from planning to controlling. He has to make
decisions for every type of activity. The decisions of the manager influence the working of an
organization.
1. Education - must have a proper educational background.
2. Intelligence - A manager has to perform more responsibilities than other people in the
organization.
3. Leadership - the manager has to direct and motivate people working in the organization.
He will provide leadership to subordinates.
4. Training - A manager has to acquire managerial skills. These skills consist of technical
skills, human skills and conceptual skills.
5. Technical Knowledge - A manager should have technical knowledge of production
processes and other activities undertaken in the enterprise.
6. Maturity - A manager should have mental maturity for dealing with different situations.
7. Positive Attitude - is an asset for a manager. A manager has to deal with many people
from inside as well as from outside the organization.
8. Self-confidence - you should have self-confidence. He has to take many decisions daily;
he may analyze things systematically before taking decisions.
9. Foresight-A manager has to decide not only for the present but for the future also.

ROLE OF THE MANAGER MINTZBERG’S

DIFFERENT MANAGERIAL ROLES
1. Interpersonal Roles - A manager has to perform some duties as a figurehead. He
may receive the guests from outside or preside over a social function of employees. He may have
to sign some legal documents as head of the organization

2. Informational Roles - All managers are required to perform informational roles.

They have to collect information from organizations and institutions outside their own. Managers
also play the role of disseminators when they supply information to subordinates in the
organization. This information is factual as well as interpretation for the benefit of users. A
manager acts as a spokesperson when he represents the organization to outsiders.

3. Decisional Roles - performs four decisional roles. He initiates and oversees new
projects for the improvement of organizational performance; this is the entrepreneurial role
played by him.
IF U FELL YESTERDAY,
STAND-UP TODAY!